Thursday, 9 March 2017

CRM ERP Software Application Supplier or Vendor Roles and Client Project Team Roles



Here is a summary of roles and skills deployed by CRM / ERP application software vendors / suppliers and the host customer / client project team roles

Business Analyst / Change Leader
Business information consultant
Developer
Engagement Manager
Integration Manager
Lead Solution Architect / Lead Application Consultant
Migration Manager
Project Coordinator
Project Manager
Pre-sales Consultant
Sales Consultant / Manager / Executive Account Manager
Solution Architect / Application Consultant
Technical Architect / Technical Application Consultant
Test Manager
Trainer

Business Analyst / Change Manager
The business analyst needs to have both good analytical skills and people skills. They document the “AS-IS” situation, gather the aspirations and objectives of the business and translate these into the “TO-BE” requirements through leadership and facilitation.
Business Analyst / Change Manager skills will include:
Extensive and varied business knowledge across several disciplines particularly finance
Leadership
Facilitation
Consultancy Skills
Flowcharting
Process Mapping
Clear Concise unambiguous process description
Critical Examination
Process improvement methodologies: Value Stream Mapping, Lean, Six Sigma, Theory of Constraints
Creativity
People Skills particularly listening
Envisioning
Bench Marking
Problem Solving
The business analyst’s role is difficult because they must enlist stakeholders and users support to document “AS-IS” situation and gather the “TO-BE” requirements but then robustly challenge the status quo and impossible aspiration without losing the same people's support.

Business information consultant
The business information consultant is responsible for turning the host businesses management, statutory, exception, trend and management reporting requirements into accessible efficient low maintenance solutions by exploiting the data held within the ERP / CRM application through their knowledge of business and data. Agile and scrum techniques are often used to manage business information work-streams
Skills presented by a business information consultant include:
Extensive and varied business knowledge across several disciplines particularly finance
Consultancy Skills
In-depth knowledge of the CRM / ERP application
Data warehouse design and optimisations
Master Data Management
Power BI
SQL server analytical services
SQL server integration services
SQL server reporting services
Data Visualisation
Web Design
Report Design
Problem Solving

Developer
CRM / ERP implementations usually require more than one type of developer. A developer converts the modification specification into a usable function which meets the test criteria. Application developers write modification and enhancements to the ERP/ CRM application in the software development programming language native to the application e.g. X++ in the case of Microsoft Dynamics AX. Other developers may use other languages to develop migration scripts, integrations, interfaces or business intelligence applications
Different Development types are:
Application Developers
Business Intelligence Developers
Migration Developers
Integration Developers
Interface Developers
Web Developers

Skills required for developers include:
Expertise in their chosen development language
SQL Skills
Analytical Skills
Problem Solving Skills
Attention to detail
Testing Skills
Quality adherence skills
Team working skills

Engagement Manager / Program Management Officer / Operations Manager
Software application vendors usually have an engagement manager managing their project managers to ensure compliance, consistency, and quality. Sometimes these roles are split between account management, sales, and engagement. Often the engagement manager attends along with the supplier project manager project steering meetings. Skills Required include:
             People Skills
             Gravitas (often dealing with the customer’s board of directors)
Expectation management
Resource planning
project administration
Drafting (license) offers
Reviewing work orders, prepared by project managers
Monitoring opportunities and providing support to Project Managers and Account Managers in the commercial process
Contract management
Monitoring internal procedures, for example creating jobs, invoicing and month end closing

Integration Manager
Often when implementing CRM or ERP application there will be a requirement to Interface or integrate with other application already in situ; a website or Electronic Data Interchange (EDI) or product data management (PDM) applications etc. Occasionally so many integrations are required that a substantial number of work-streams are necessary which require the attention of a dedicated integration manager who will plan and manage these work-streams along with the resources, business analysts, and developers engaged on them. This planning often take the form of agile with scrums to manage the day to day objectives and progress. Project managers can elect to manage the integration work-streams themselves Skills required by integration managers include:
Extensive and varied business knowledge across several disciplines
People Skills
Project Stake Holder Management
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management         
Migration Management
Contract Management
Vendor Selection
Test Management          
Performance Testing
Health & Safety Management
Agile Project Management Techniques
Scrum master skills
Problem Solving

Lead Solution Architect / Lead Application Consultant
ERP / CRM applications have lots of switches which enable them to be configured for different industries, different host companies and different methods of operation. Some of these switches or configurations are mutually exclusive. The role of the Lead Solution architect is to ensure that the individual solutions, business process mapped to the CRM / ERP application by the individual solution architects, work together as a whole in the integrated world of the application. The Lead Solution Architect’s skills will include:
Extensive and varied business knowledge across several disciplines
Consultancy Skills
In-depth knowledge of the CRM / ERP application
Problem Solving
Analytical Skills

Migration Manager
The migration manager is concerned with extracting the host company data from their legacy applications, transforming it by applying business rules or data changes and loading into the new target CRM / ERP application. Usually all candidate data sets are identified and listed an extraction specifications are then created for each data set. The specification will detail the currency and range of records to be selected and extracted. Similarly, transformation and load specifications are created along with data acceptance criteria. Software programmes, “often SQL scripts” are then developed against the specifications and criteria to perform the Extract, Transform, Load (ELT) processes. Sometimes the scripts for each of the data sets are daisy chained together

Agile, and scrum techniques are often used in the development of specifications, acceptance criteria, ELT programs. It is normal to repetitively test the ELT process to ensure that volumes and times are established for cutover planning. The project manager will often act as migration manager on smaller implementation projects. Migration Manager Skills include:
Extensive and varied business knowledge across several disciplines
People Skills
Project Stake Holder Management
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management         
Migration Management
Contract Management
Vendor Selection
Test Management          
Performance Testing
Health & Safety Management
Agile Project Management Techniques
Scrum master skills
Problem Solving

Pre-Sales Consultant
These are application consultants / solution architects who specialise in demonstrating the application software to potential customers. They also respond to the invitation to tender (ITT). They try to perform demonstrations that accentuate the application unique selling points (USP) and address what they and the sales executive perceive the potential customer’s key requirements to differentiate themselves from the competition and win the potential customers business. Skills demonstrated by pre-sales consultants include:
People Skills
Presentation Skills
Extensive and varied business knowledge across several disciplines
Consultancy Skills
In-depth knowledge of the CRM / ERP application
Problem Solving
Analytical Skills

Project Coordinator
On very large multi-site implementation projects with many users or where there are several concurrent work-streams a project coordinator is sometimes required to support the project manager. Typical tasks will include arranging meetings, minute taking, coordinating rooms and delegates for training and testing.


Project Manager
The project manager is not an application expert, but an expert in implementing projects. I would recommend that once a business recognises that an integrated ERP or CRM system is required it engages a project manager to organise the capture the “AS-IS” situation, the business aspirations and document the requirements before creating an invitation to tender, selecting a vendor, and application. Usually, project managers have lots of experience of vendor selection and contract negotiation which will prove invaluable. The project manager will require the following skills:
Leadership Skills
Extensive and varied business knowledge across several disciplines
People Skills
Project Stake Holder Management
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management         
Migration Management
Contract Management
Vendor Selection
Test Management          
Performance Testing
Health & Safety Management
Agile Project Management Techniques
Scrum master skills
Problem Solving

Sales Consultant / Manager / Executive or Account Manager
Ideally, once you have created your requirements list and invitation to tender you will meet the software application vendor’s account manager it is their job to convince you that they are the best vendor for you and the application best meets your needs. They will orchestrate the response to the invitation to tender (ITT) and organise and manage application demonstrations and reference site visits. Once contract terms have been agreed and signed they will keep in occasional contact with you alternatively the may hand over responsibility to operations or engagement management to ensure you become a satisfied customer and referenceable implementation. The sales executive may keep in contact about licensing or again hand this over to operations or engagement management. Skills displayed by sales executive include:
Sales
People
Determination
Tenacity
Presentation
Negotiating
Problem Solving
Licensing
Contract management

Solution Architect / Application Consultant
The solution architects listen to the host businesses stake-holders, project team and users and map the business requirements to the new CRM / ERP application demonstrating how the process will be accomplished. A Solution architect specialise in different modules of the application although some are all-rounders, specialisms include:
Business Intelligence Consultant
Enterprise Asset Management Consultant
Financial Consultant
Human Resource Consultant
Logistics Consultant
Marketing Consultant
Projects Consultant
Purchasing Consultant
Retail Consultant
Sales Consultant
Trade and Logistics Consultant
Warehousing Consultant
Etc.

The application consultant maps the host company’s requirement to the application confirming the FIT and identifying the GAPS. This process is called “FITGAP” analysis. At the end of the FITGAP process the host company must decide to change process to fit the application or change application to fit their process. Changing application results in the necessity to develop modifications. The Solution Architect should possess the following skills:
Extensive and varied business knowledge across several disciplines
Consultancy Skills
In-depth application knowledge
People skills particularly listening
Problem-solving skills
Training skills
Personal chemistry is particularly important and the solution architect should demonstrate an ability to relate and get on with stakeholders and project team members


Technical Architect / Technical Application Consultant
If the ERP / CRM implementation is to be hosted on the end user customer premises “On-Prem” or in a private data centre the technical architect will specify and configure the hardware infrastructure to support the implementation. Through the life of the implementation project there will be several instances of the application required typically these may include:
Sandbox (an exploration familiarisation environment with generic demonstration data)
Development
Compilation
Migration
Test
UAT (with host business data)
Training (with host business data)
Live Operational Environment
These environments will all have different usage patterns and data volumes and will need to be operated independently of each other to avoid contention and conflict. The Technical Architect will need the following skills:
Server Build and Configuration
Networking
Internet Information Services (IIS)
Active Directory
Cyber Security
Database design, maintenance, and backup
Exchange Server
Virtualisation Server / Client
In-depth ERP / CRM Application Installation knowledge
In-depth ERP / CRM Application Configuration knowledge
In-depth ERP / CRM Application monitoring and tuning knowledge
The work load of the technical solution architect will vary with a period of intense activity on the initial design and install, and immediately prior and after go-live.

Test Manager
Test managers manage the testing work-streams which include unit testing, integration, performance, security and user acceptance testing. This will include managing the provision of facilities, assessing risks, defining tests and batteries of tests. Scheduling the testing activity and resource. Project managers can elect for the project coordinator to manage the test work-streams or manage them themselves. Skills required by test managers include:
Extensive and varied business knowledge across several disciplines particularly finance
Consultancy
Flowcharting
Process Mapping
Clear Concise unambiguous process description
Critical Examination
Problem Solving
Attention to Detail
Quality Adherence Skills
Risk Management
Bench Marking
Trainer
Most people recognise the experience were two different teachers or lecturers have taught them a subject or topic and realised that they found one of the teachers approach better than the other. Unfortunately, some solution architects are of a technical disposition and fail to recognise that ordinary users are struggling to come to terms with a process and or application. It is therefore recommended that professional trainers are used to train users. Some businesses elect to use project team members or business analysts to perform end user training. Skills displayed by trainers
People skills especially empathy
Consultancy skills
Adult educations skills
Business Knowledge
Application Knowledge
Understanding of learning styles
Positivity

Supply Side Application Vendor Team Roles
Typically, the software vendor will supply the following roles to an implementation project:
Account Manager (Sales) usually part time
Engagement Manager (Compliance, Risk, Oversight, Steering) usually part time
Project Manager either part time or full time dependent upon the scale and size of project
Technical Consultant usually part time
Lead Solution Architect usually part time
Solution Architects usually part time
They would also offer Developer services to undertake development on piece by piece basis

Happy Implementing!



Friday, 27 November 2015

Project Team Selection

How big should your project team be? Too small it won’t be big enough to share the burden or represent all the constituencies or disciplines of the business. Too big it will be difficult to organise and manage. Also individual ownership, engagement, commitment will be too diffuse. Of course it also depends on the size of project. Is the deployment thirty sites, with 5000 users over 6 continents or a single site implementation with just a few users?

How representative should the project team be? It ought to represent the many departments or areas of the business. It should also have a blend of disciplines like design, finance, operations, IT etc. It also needs a blend of people with both creative ad analytical flair.  

Other dimensions contributing to a project team’s effectiveness observed on my travels are:
Members must have knowledge of the business
Members must have process knowledge
Members should be free and able to participate, unencumbered by their day job
Avoid department, team or senior operational managers

Business Knowledge
Whilst this is not an argument against recruiting new employees to the project team it is a cautionary note regarding corporate culture. Organisations settle into a way of doing things a so called, ‘custom and practice’ so any new comers had better get to know about the ‘corporate way’ or ‘culture’ or risk upsetting quite a few people. It is sometimes necessary to break established norms to achieve real change, but you have to take people along with you or the change will be impermanent or transient. People who have worked in an organisation for more than a two years have by osmosis absorbed organisations way of doing things.  Moreover they will be able to identify colleagues who find change threatening and those who are open to change. This is useful knowledge when it becomes time to ‘sell’ the project.

Process Knowledge
Project Team members must have knowledge of the business processes for the constituencies they represent. Quite often project team members will be representing more than one work based team or department. Ideally they should have worked in the teams or the departments they represent and have had hands on experience of the processes within those teams and departments. This task centric competence usually establishes the project team member’s legitimacy and credibility in the eyes of the teams and departments they represent.

Ability to Participate
Project team members should have the ability to participate in the project team proceedings which means that they will be able to commit a substantial amount of their working time 80% or even be full time on the project.

Avoid Managers
Managers have a day job and they are judged by the results of their efforts toward the goals of their day job. Experience suggest that managers do not make good project team members because they angst about the day job and are constantly being pulled back to it. It is better to appoint the managers first lieutenant or right hand person to the project team. This has a number of advantages:

                They don’t have the same conflict between the day job and the project. 
                They are usually hands on and know the processes well.
                They don’t usually ‘own’ the existing processes so are more open to challenging them
                They are keen to learn and develop their careers
                The project is great way to train the next generation of managers

My recommendation to avoid managers doesn’t mean the managers are not involved in the project, they are but at a strategic level as business decision makers, more of this in a later….

The following article and book gives other insights into building project teams:
Nobody’s Perfect but a team can be, Antony Jay Observer Magazine, 20th April 1980, 8 pages:  
Management Teams: Why they succeed or fail, R Meredith Belbin, Butterworth- Heinemann, London, 1996, 192 pages, ISBN-10: 0750626763, ISBN-13: 978-0750626767

Happy Implementing!

Tuesday, 10 November 2015

Book Review: Developing teams through project based learning

Book Review: Developing teams through project based learning
Jean Atkinson, Gower Publications, Aldershot, 2001, 152 Pages, 8 Chapters + Appendices, ISBN-10: 05660 83671, ISBN-13: 978 05660 83679
 
Available from:
 
 
 
I find the dynamics of project teams fascinating. To work with a project team that communicates and treats each other with respect, yet challenges each other is great! This book isn’t really about building and developing a winning project team. It is about developing people through projects. However I see it as a two way street and the chapters in this book are just as valuable in engendering project team wellbeing and effectiveness as they are for developing individuals. Learning, dealing with and overcoming difficult situations, is for me, life affirming. My experience over many years and projects is that very few businesses ‘back-fill’ the project team members jobs to allow them to concentrate on the project. Therefore most project team members have two jobs their ‘day job’ and their ‘project job’. The book covers recognising and dealing with stress. Having two jobs or even looking back at the day job is a recipe for stress and anxiety. The book looks at both soft and hard skills which project team members will need to acquire to become effective project team players. The book is short so it doesn’t have in depth coverage of topics. Nevertheless for a project manager there is enough information, supported by templates to stimulate thoughts and actions. I really like the book’s brevity and bitesize approach to project team dynamics. Well worth a read.
 
Happy implementing!

Leverage your project manager’s experience when resourcing

CRM and ERP projects require a significant number of people with specialist skills. It's great if you have the time to develop these skills in house but it isn’t always possible and sometimes it is unnecessary or undesirable. Unnecessary because they will only be used during the project. Undesirable because it doesn’t fit in with you long term strategy.

The types of skill you may wish to buy in include:
Infrastructure specialists
Installation and configuration specialists
Migration specialist
Application consultants
Business analysts
Software developers
Testers
Test managers
Trainers
Etc.

So you decide to resource from the contract market.  Before you start resourcing the skills for your project. Hire a project manager and leverage their experience. They know which developers deliver and which ones to avoid. They have made their mistakes on earlier projects have the scars and more importantly the experience to help you resource the team that is right for you and your project.  Every project manager has an address book of good people who they know they can trust to deliver the project.

Happy Implementing!

Sunday, 1 November 2015

Book Review: Project Management for Data Conversions and Data Migrations

 
Book Review: Project Management for Data Conversions and Data Migrations
A data conversion methodology and to converting data for mission critical applications
Charles R Scott, Author House, Bloomington Indiana, 2004, 99 Pages, 18 Chapters + Appendices, ISBN10: 14184 51265, ISBN13: 878 14184 52162
 
Available from:

 

 
  
This book provides a great route map and checklist for data migration. I regularly use it as a reference when planning new projects to ensure I haven’t missed anything. The chapters are broken down into work packages familiar to us project managers. To me it is designed as a reference source rather than a book you would pick up and read. Don’t be lulled by the regular and consistent structure of each work package in the book, some are more difficult and contain more risk than others. I always start the data migration work-stream within a few days of project inception. Experience, over many years, has taught me that it is always a long lead time work package. The migrated data needs to be ready for transactional testing when user acceptance is taking place. Another cautionary note is on the subject of data cleansing, the book has a chapter on the topic. On the page it appears simple but experience has imparted a wariness of this work package, nevertheless the book covers the data cleansing bases. The book falls short in one area, not content, but print quality the diagrams are not prominently printed with insufficient font and line weight or thickness to be clear. Also the diagrams would be better printed in landscape rather than portrait format. In the appendices the author offers some useful data migration project management templates and a skeleton work breakdown structure. A useful addition to the project manager’s reference bookshelf.
Happy implementing!

Functional specifications are incomplete without test plans!

There is a problem, a modification is suggested to overcome the problem. Stakeholders become bound up in tide of enthusiasm regarding the suitability and elegance of the modification, relieved the problem is solved. But is it? It is easy to lose sight of ensuring that time is not wasted in development and testing by having to re-develop and re-test because the functional and technical specification were not subjected to proper scrutiny and diligence in the rush to solve the problem. Does this situation sound familiar?   

The synopsis of the change is written outlining, functionality, benefits, costs and risks. The change is approved in principle. A detailed functional and technical specification is prepared. At this point are the specifications ready for review, approval and development? Only if the specifications includes a test plan.

Insisting on a test plan before the modification is approved for development will inform and challenge the functional and technical specifications ensuring they are complete and robust. The stipulation that a test plan must be included becomes moderating influence on the modification requestors forcing them to think through the modification before submitting it for approval. It also immediately raises the quality bar on the specification. As a starting point the user who requested the modification should be invited to explain how they would go about testing the functionality of the modification. This basic test premise should be then developed into a battery of test cases covering unit, edge or envelope and integration testing.

 The development of a comprehensive test plan for the modification is best done in a team setting where business analysts, users and developers can build on and challenge each other’s ideas. Time spent deriving the test plans prior to final submission and approval will pay dividends in ensuring the veracity of both the functional and technical specifications saving time later in development, unit and user acceptance testing. Once the test cases have been developed like any other project document they should be subject to peer review. This is best done again in a project team setting, often suited to a walkthrough type meeting supported by an algorithmic diagram, a few days after the test cases were originally documented.  In most cases a second walkthrough review separated by a few days proves beneficial in ensuring quality, the old adage measure twice cut once comes to mind.

Happy implementing